Curs 01 Project Management

Architect Mogoseanu Mihai Project Management Certified Professional

American National Standard ANSI/PMI 99-001-2004

Structura Curs
Cursul are 3 sectiuni pe un semestru 14 saptamini Sectiunea 1 teoretica - 8 saptamini sesiuni : Bazat pe standarde si manuale PMI US Engleza sau in romana Sesiune , clasa de 2 ore pe saptamina Vacanta Paste 22 Aprilie-5 Mai 2013 Sectiunea 2 introducere software 2 saptamini sesiuni Introducere si utilizare a unei aplicatii de Project Managmnet Sectiunea 3 practica 4 saptamini sesiuni Proiect de scoala Proiect de arhietctura real Pregatire examene si testare 1 saptamina -sesiune Examen final

Notare
Prezenta 1 punct pentru prezenta intre 00% si 15% 2 puncte pentru prezenta intre 16% si 30% 3 puncte pentru prezenta intre 31% si 50% 4 puncte pentru prezenta peste 51% Test - Examen 36 de intrebari Intrebari cu raspunsuri a, b , c si d 1 punct se acorda la nota la fiecare 6 raspunsuri corecte

Project Management
Cursuri

Project Management
Structura Cursuri Teoretice - Capitole
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Project Management Introducere generala Project Integration Management Mangementul Integrarii si Initierii Project Scope Management Mangementul Scopului Proiectului Project Time Management Mangementul Timpului Project Cost Management Mangementul Costurilor Project Quality Management Mangementul Calitatii Project Human Resource Management Mangementul Personalului Project Communication Management Mangementul Comunicarii Project Risk Management Mangementul Riscurilor Project Procurement Management Mangementul Achizitiilor

Manuale http://www.pmi.ro/produs/18/pmbok-guide-ed-4-in-limba-romana/ www.pmi.org www.pmi.ro PMI Book of Knowledge 4th edition PMI Book Extension for Construction 2nd edition Certified Associate in PM Hand book Wealth of Nations Adam Smith Oxford Dictionary of Accounting
Tools Word processor Spreadsheets Project Management Software Presentation Software Group Your PM-ARCH-UAIM-2013 group at Yahoo! Here are the details on PM-ARCH-UAIM-2013: Group home page: http://groups.yahoo.com/group/PM-ARCH-UAIM-2013 Group email address: PM-ARCH-UAIM-2013@yahoogroups.com 7

Sectiune 1 Teoretica Curs 1

General Introduction Touching the Void Decision making Cut the rope Left or right Coming down resources and objectives break down Course purpose Self management of school projects Understating my role in a project team Lead a team Understanding western management standards Be a world wide player Survival in global free market economy

Certification Certified Associate in Project Management CAPM Requirements To apply for the CAPM, you need to have:

A secondary diploma (high school or the global equivalent) AND At least 1,500 hours experience OR 23 hours of project management education by the time you sit for the exam.

The Handbook for CAPM http://www.pmi.org/en/Certification/~/media/PDF/Certifications/ pdc_capmhandbook.ashx

Chapter I and II History All human endeavours The first Karol Adamiecki (Dbrowa Grnicza, 18 March 1866 16 May 1933, Warsaw, Poland) Polish economist, engineer and management researcher, studied in Russia , but returned to Poland In 1896 Adamiecki invented a novel means of displaying interdependent processes so as to enhance the visibility of production schedules. In 1903 his theory caused a stir in Russian technical circles. He published some articles on it in the Polish magazine Przegld Techniczny (Technical Review), nos. 17, 18, 19 and 20 (1909). In 1931 he published a more widely-known article describing his diagram, which he called the harmonogram or harmonograf. Adamiecki had, however, published his works in Polish and Russian Henry Gantt, (1861 23 November 1919) was an American mechanical engineer and management consultant called the father of planning and control techniques,[9] who is famous for his use of the Gantt chart in 1910 as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki Henri Fayol (Istanbul, 29 July 1841Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration for his creation of the 5 management functions which form the foundation of the body of knowledge associated with project and program management
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Functions of management 1.to forecast and plan 2.to organize 3.to command 4.to coordinate 5.to control (French: contrler: in the sense that a manager must receive feedback about a process in order to make necessary adjustments). Principles of Management 1.Division of work. This principle is the same as Adam Smith's 'division of labour'. Specialisation increases output by making employees more efficient. 2.Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised. 3.Discipline. Employees must obey and respect the rules that govern the organization. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organization's rules, and the judicious use of penalties for infractions of the rules. 4.Unity of command. Every employee should receive orders from only one superior. like from top to bottom in an organization. 5.Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan. 6.Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole. 7.Remuneration. Workers must be paid a fair wage for their services. 8.Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation. 9.Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed. 10.Order. People and materials should be in the right place at the right time. 11.Equity. Managers should be kind and fair to their subordinates. 12.Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies. 13.Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort. 14.Esprit de corps. Promoting team spirit will build harmony and unity within the organization. Fayol's work has stood the test of time and has been shown to be relevant and appropriate to contemporary management. Many of todays management texts including Daft[4] have reduced the six functions to four: (1) planning; (2) organizing; (3) leading; and (4) controlling. Daft's text is organized around Fayol's four functions....

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1950s marked the beginning of the modern Project Management era where core engineering fields come together working as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[11] In the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program;[12] These mathematical techniques quickly spread into many private enterprises. In 1969, the Project Management Institute (PMI) was formed in the USA.[15] PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time."

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Ethics PMI Code of Ethics and Professional Conduct Vision and Purpose The values Responsibility Respect Fairness Honesty

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